Videos
Prepare a flowchart of the field service division process at DEF, as described here. Start from the point where a call is received and end when a technician finishes the job.
DEF was a multibillion dollar company that manufactured and distributed a wide variety of electronic, photographic, and reprographic equipment used in many engineering and medical system applications. The Field Service Division employed 475 field service technicians, who performed maintenance and warranty repairs on the equipment sold by DEF. Customers would call DEF’s National Service Center (NSC), which received about 3,000 calls per day. The NSC staffed its call center with about 40 call-takers. A typical incoming service call was received at the NSC and routed to one of the call-takers, who entered information about the machine, the caller’s name, and the type of problem into DEF’s mainframe computer. In some cases, the call-taker attempted to help the customer fix the problem. However, call-takers were currently only able to avoid about 10 percent of the incoming emergency maintenance service calls. If the service call could not be avoided, the call-taker usually stated the following script:“Depending upon the availability of our technicians, you should expect to see a technician sometime between now and (now +X).” (“X” was the target response time based on the model number and the zone.) This information was given to the customer because many customers wanted to know when a tech would arrive on site.
Dispatcher believed would be the most likely candidate for the service call, given the location of the machine, the current location of the tech, and the tech’s training profile. After completing a service call, techs called the dispatcher in the regional dispatch center, cleared the call, and received a new call assigned by the dispatcher. After getting the service call from a dispatcher, a tech called the customer to give an expected time of arrival, drove to the customer site, diagnosed the problem, repaired the machine if parts were available in the van, and then telephoned the dispatcher for the next call. If the tech did not have the right parts for a repair, the tech informed the NSC, and the part was express mailed to the customer; the repair was done the next morning.
Want to see the full answer?
Check out a sample textbook solution
Chapter 2 Solutions
Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
Additional Business Textbook Solutions
Operations Management
Business in Action (8th Edition)
Loose-leaf for Operations Management (The Mcgraw-hill Series in Operations and Decision Sciences)
Operations Management, Binder Ready Version: An Integrated Approach
Operations Management
Operations and Supply Chain Management 9th edition
- 1. Discuss how your client may determine the customer cost for its service, including non-monetary costs (time, effort, and perceived risk) When considering Customer Cost, we need to understand the perceived cost of its customer’s. From a customer’s point of view, the costs involved in buying and using a service is only part of the price charged by the supplier. Related monetary and non-monetary costs make up the other costs of the service. Time Office Automation may determine their Customer Cost for its service, including monetary and non-monetary costs, depending on various factors such as: The time taken to perform the service. The costs of the parts used / needed. Labour Costs. The costs their competitors are charging, to provide a competitive rate. A call out fee, time, and money (for fuel, etc) used to drive to the customers location. Cost of shipping. Quality of service, Time Office Automation’s staff has more than 25 years of experience in the field, therefore, could…arrow_forwardHow can I answer this question below in a Knowledge, Skills, and Abilities (KSA) format? Demonstrate the ability to conduct unit reviews and customer service operations reviews.arrow_forwardSandra Price, Ph.D. is the C.E.O. of a private research and consulting practice. Over the years she has gained considerable experience in conducting evaluations and needs assessments in a variety of social service areas--e.g., educational programs, services for the elderly, alcohol treatment services, and programs for the mentally impaired. A former client for whom she recently completed a study approached her for some additional consulting work. The previous study involved determining the needs for graduated living environments for the elderly in their rural community. Dr. Price recognizes the importance of maintaining a good reputation since much of her work comes from previous clients who have been satisfied. At this time, however, Dr. Price has pressing commitments to other clients/projects. This new request, although it still related to the elderly population, was outside of the realm of her specific expertise. The client requested that Dr. Price gather data and make economic…arrow_forward
- Explain the interrelationship of QC with the other departments (Production, Sales and Purchasing, and Research and Development) in a food manufacturing firm. How does management get updates on the day-to-day production activities of the firm? Who is responsible in reporting these activities?arrow_forwardDescribe the differences between the structure and organization of flow diagrams and system flowcharts.arrow_forwardThis is how system analytics may be used to discuss the BYOD trend and how it impacts an organization.arrow_forward
- Describe the importance of conducting a Business Impact Analysis (BIA) in the development of a continuity plan. What are the key steps involved in conducting a BIA?arrow_forwardWhat is the Data flow Diagram? What is the concept? Explain.arrow_forwardWrite through company examples how a process is A) efficient but not effective B) effective but not efficientarrow_forward
- Please help to answer below with refer to attached. How would staffing for the opening of a new hotel or resort differ from that of an existing property? What data might Starwood rely upon to make sure the new property is not over- or understaffed in its first year of operation?arrow_forwardA company with 617 employees had the following expenses this year (2018): 14 hospitalizations, $5,600 Cost (each) What is the total cost of 14 hospitalizations?arrow_forwardData-flow diagrams may be utilized in business process reengineering, but how do they work?arrow_forward
Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,
Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.